APODE Mozambique
Project Proposal 2013
Project Proposal
2013-2015
APODE Mozambique
Project Proposal 2013
Table of Contents Table of content
02
1. Background and statistics
04
1.1. Introduction 1.1.1 Statistics from the HDI report 2009 1.2. The Implementing Partner – Alfalit Mozambique 1.2.1 Mission statement 1.2.2 Cooperation with national and local Authorities 1.2.3 The Main goal
04 04 04 05 05
2. Problem analysis
05
2.1. Main problem identified 2.1.1. Dependency 2.2. Identified Needs 2.2.1 Dependency Awareness 2.2.2 Literacy 2.2.3 Increased income on house-hold level 2.3. Government position
05 06 06 06 06
3. Target group
07
3.1. Illiterate and vulnerable 3.2. A specific description of the Target group for each leg of the program 3.2.1 The Target Group for PRA workshops 3.2.2 The Target Group for “Literacy and abilities for life” 3.2.2.1. Adults and youth from 15 years of age 3.2.2.2. Literacy teachers and promoters 3.2.2.3. Women 3.2.3 The Target Group for “Sustainable livelihoods”8 3.3. Strengthening of the Alfalit organizational and institutional capacity
07 08 08 08 08 08 08
4. Overall Objective
09
4.1. The Vision 4.2. Strengthening the civil society 4.2.1 Democratisation 4.2.2 Self-reliance
09 09 09 10
5. Project Goals and indicators
11
5.1. General 5.2. Seminars about Community Awareness PRA 5.2.1 Increased awareness of the threat of Dependency on community level 5.3. Literacy and abilities for life 5.3.1 Contribute to the fifth teen-year Mozambican Government plan 5.4. Sustainable livelihoods – savings, small business etc 5.4.1 Increased skills and knowledge in income-generating activities and the achievement of regular saving capital 5.5. Strengthening of Alfalit organizational and institutional capacity
11 11 11 11 11
07
09
12 12
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
2
APODE Mozambique
Project Proposal 2013
6. Activities
13
6.1. General 6.2. New geographical areas of operation 6.3. Seminars about Community Awareness and Integral Mission 6.3.1 Previous experiences/evaluations 6.4. Literacy and abilities for life 6.5. Sustainable livelihoods – savings, small business etc 6.5.1 General about Microcredit’s and Savings? 6.5.2. Small Business Management Training, SBMT / Saving Scheme / Micro Credits 6.5.3 Experiences 6.5.4. General information about the Saving Period (ciculo) 6.6. Strengthening of Alfalit organizational and institutional capacity
13 13 13 13 14 14 14 15 15 15 16
7. Resources
16
7.1. Offices and staff 7.2. The Technical Advisor 7.3. The Organisational Structure of Alfalit Mozambique
16 17 17
8. Schedule
18
8.1. Second leg 8.1. Risks 18
18
9. Distribution of responsibility and ownership
19
9.1. Responsibility 9.2. Purchased equipment 9.3. Sustainability 9.3.1 Experiences from previous intervention 9.3.1.1 The Saving groups 9.3.1.2. Memorandum of Understanding 9.3.1.3. Sustainability - joint supervision 9.3.1.4. Program Innovation 9.4. Partnership development and Coordination
19 19 19 19 19 20 20 20 20
10. Government approval
21
10.1. Partnership with the Government
21
11. Side effects/external factors and risk analysis
21
11.1. 11.2. 11.3. 11.4.
21 21 21 22
Positive side effects Negative side effects Possible other negative influences on the program Effects on the environment
12. Follow-up/Evaluation 12.1. External evaluation and Base line Study
22
13. Budget and financing
23
13.1. Budget 2011 13.1.1 Comments on the budget 2011
23 24
14. Signatures
24
15. Attachments Attachment 1, UNDP HDI Report 2011 Attachment 2, Handbook “Making PRSP Inclusive” UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
3
APODE Mozambique
Project Proposal 2013
Attachment 4, PARP 2011 - 20114 Attachment 5, Strategic Plan for APODE Mozambique 2013 -15 Attachment 6, The Project and Saving Group Attachment 7, Working Description for Technical Advisor Attachment 8, Budget 2013
1. Background and statistics 1.1 Introduction
According to the World Health Organisation, an estimated 10% of the world’s population approximately 650 million people, of which 200 million are children - experience some form of disability and 80% of all people with disabilities live in developing countries. In post-war Mozambique. 75 % of the total population live below the international poverty line. The majority of people with disabilities live in isolated rural areas and have no acess to adequate health care or educational facilities. The existing resources are not sufficient to detect in time and prevent the situation from getting worse as well as providing rehabilitation services. Though people with disabilities are considered to be enjoying the same rights and possessing equal opportunities as people without disabilities, their life is made difficult by the physical and social barriers which limit their participation within the society. Because of these barriers, millions of children and adults are segregated and degraded. Optimal social participation for an individual requires to a large extent that necessary adaptations and assistance are in place. The UN Convention on the Rights of Persons with Disabilities reaffirms that all persons with all types of disabilities must enjoy all human rights and fundamental freedoms. It clarifies and qualifies how all categories of rights apply to persons with disabilities and identifies areas where adaptations have to be made for persons with disabilities to effectively exercise their rights and areas where their rights have been violated, and where protection of rights must be reinforced. Mozambique signed the Convention on the 30th of March 2007 but has not ratified it yet.
1.1.1
The HDI report
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
4
APODE Mozambique
Project Proposal 2013
Mozambique’s HDI value and rank Mozambique’s HDI value for 2011 is 0.322—in the low human development category—positioning the country at 184 out of 187 countries and territories. Between 1985 and 2011, Mozambique’s HDI value increased from 0.192 to 0.322, an increase of 68.0 per cent or average annual increase of about 2.0 per cent. Mozambique’s 2011 HDI of 0.322 is below the average of 0.456 for countries in the low human development group and below the average of 0.463 for countries in Sub-Saharan Africa. From SubSaharan Africa, countries which are close to Mozambique in 2011 HDI rank and population size are Côte d Ivoire and Democratic Republic of the Congo which have HDIs ranked 170 and 187 respectively (see Table ). Table B: Mozambique’s HDI indicators for 2011 relative to selected countries and groups HDI value
HDI rank
Life expectancy at birth
Expected years of schooling
Mean years of schooling
GNI per Capita (PPP US$)
Mozambique
0.322
184
50.2
9.2
1.2
0,898
Côte d Ivoire
0.400
170
55.4
6.3
3.3
1,387
Democratic Republic of the Congo
0.286
187
48.4
8.2
3.5
0,280
Sub-Saharan Africa Low HDI
0.463
—
54.4
9.2
4.5
1,966
0.456
—
58.7
8.3
4.2
1,585
Multidimensional Poverty Index (MPI) The 2010 HDR introduced the Multidimensional Poverty Index (MPI), which identifies multiple deprivations in the same households in education, health and standard of living. The education and health dimensions are based on two indicators each while the standard of living dimension is based on six indicators. All of the indicators needed to construct the MPI for a household are taken from the same household survey. The indicators are weighted, and the deprivation scores are computed for each household in the survey. A cut-off of 33.3 percent, which is the equivalent of one-third of the weighted indicators, is used to distinguish between the poor and nonpoor. If the household deprivation score is 33.3 percent or greater, that household (and everyone in it) is multidimensionally poor. Households with a deprivation score greater than or equal to 20 percent but less than 33.3 percent are vulnerable to or at risk of becoming multidimensionally poor. The most recent survey data that were publically available for Mozambique’s MPI estimation refer to 2009. In Mozambique 79.3 per cent of the population suffer multiple deprivations while an additional 9.5 per cent are vulnerable to multiple deprivations. The breadth of deprivation (intensity) in Mozambique, which is the average percentage of deprivation experienced by people in multidimensional poverty, is 64.6 per cent. The MPI, which is the share of the population that is multi-dimensionally poor, adjusted by the intensity of the deprivations, is 0.512. Côte d Ivoire and Democratic Republic of the Congo have MPIs of 0.353 and 0.393 respectively. Table E compares income poverty, measured by the percentage of the population living below PPP US$1.25 per day, and multidimensional deprivations in Mozambique. It shows that income poverty only tells part of the story. The multidimensional poverty headcount is 19.3 percentage points higher than income poverty. This implies that individuals living above the income poverty line may still suffer deprivations in education, health and other living conditions. Table E also shows the percentage of Mozambique’s population that live in severe poverty (deprivation score is 50 per cent or more) and that are vulnerable to poverty (deprivation score between 20 and 30 per cent). Figures for Côte d Ivoire and Democratic Republic of the Congo are also shown in the table for comparison. Table E: Mozambique’s MPI for 2011 relative to selected countries UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
5
APODE Mozambique
MPI value
Mozambiqu e C么te d Ivoire Democratic Republic of the Congo
Project Proposal 2013
Head count (%)
Intensity of deprivation (%)
Population vulnerable to poverty (%)
Population in severe poverty (%)
Population below income poverty line (%)
0.512
79.3
64.6
9.5
60.7
60.0
0.353
61.5
57.4
15.3
39.3
23.8
0.393
73.2
53.7
16.1
46.5
59.2
The Government of Mozambique ( PARP 2011-2014) The Poverty Reduction Action Plan (PARP) 2011-2014 is the medium-term strategy of the Government of Mozambique for putting into operation the Five-Year Government Program(20102014), focused on the objective of combating poverty and promoting a culture of work, with a view to achieving inclusive economic growth and reducing poverty and vulnerability in the country The PARP 2011-2014 represents the continuation of the PARPA II, which was implementedwith a timeframe of 2006-2009, extended to 2010, and had as its principal goal to reduce theincidence of food poverty from the current level of 54.7 percent to 42 percent by 2014. This medium-term instrument is part of the National Planning System (SNP) and is alignedwith the vision of Agenda 2025, designed to help achieve the Millennium DevelopmentGoals (MDG). In this connection, the Medium-Term Fiscal Framework 2010-2014 (CFMP)will reflect the budgetaryallocation for PARP objectives, which will be pursued each year through the Economic and Social Plan and the State Budget. To achieve the objective of inclusive economic growth for reducing poverty, the government has defined general objectives, to which government efforts will be directed. These are: (i) to increase output and productivity in the agriculture and fisheries sectors; (ii) to promote employment; and (iii) to foster human and social development, while maintaining a joint focus on (iv) governance and (v) macroeconomic affairs and fiscal management
II. INCLUSIVE ECONOMIC GROWTH FOR REDUCING POVERTY The PARP 2011-2014 has as its primary goal to reduce the incidence of poverty from 54.7 percent in 2009 to 42 percent in 2014, with a deliberate decision that government action must first of all promote "pro-poor" growth. In the Mozambique context, this "broad-based" growth can be achieved through investment in agriculture of the kind that will boost the productivity of the family sector and diversify the economy, creating jobs and linkages between foreign investment and the local economy, supporting micro, small and mediumsized enterprises, and fostering human and social development. Such economic growth will simultaneously reduce food insecurity and chronic child malnutrition, while strengthening defense mechanisms against endemic diseases such as HIV/AIDS, tuberculosis and malaria.
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
6
APODE Mozambique
Project Proposal 2013
1.2 The Implementing Partner – APODE Mozambique 1.2.1 Mission Statement The mission of APODE is enabling persons with disabilities to overcome their physically limitations and empowering them socially and economically to become fully integrated members of their communities.
1.2.2 Cooperation with national and local Authorities APODE Mozambique has established a profound partnership with the Ministry of Social Wellfare, Ministry of Finance, Ministry of Local Government. ------signed Memorandum of Understanding (MoU) on provincial level. APODE is today considered as an important partner to the Government in the battle against Poverty Reduction in Mozambique. On provincial and district level APODE and Social Wallfare.. 1.2.3 The Main goal The main goal for APODE Mozambique is to “Increase the conditions for self-reliance amongst Physically Disabled People (living in extreme poverty) in Manica Province.” The general objectives according to the Constitution of APODE Mozambique and The government Plan are: 1. Increase the awareness about the threats of dependency at all community levels. 2. Contribute to the Government plan, to cut in half the percentage of people living in absolute poverty – by 2015.. ( MDG goal 1). 3. Increase the skills and knowledge in income generating activities and regular savings on family level, in communities in general. 4. Increase the knowledge about the prevention of HIV/AIDS and basic healthcare in order to reduce stigma and discrimination in families, and communities in general. 5. Increase the skills and knowledge in Nutrition and Prevention Health on family level, and communities in general. For more details about the goals see Chapter 5, Project Goals and Indicators
2. Problem analysis 2.1 Main problem identified (Poverty)
INCOME GENERATION, POVERTY AND WEALTH WORLD BANK ON POVERTY
In the much quoted words of the World Bank: ‘ Poverty is hunger, Poverty is lack of shelter, Poverty is being sick and not being able to see a doctor. Poverty is not having access to school and not knowing how to read. Poverty is not having a job, is fear for the future, living one day at a time. Poverty is losing a child to illness, lack of representation and freedom. People are living in poverty if their income and resources (material, cultural and social) are so inadequate as to preclude them from having a standard of living which is regarded as acceptable by society generally. As a result of an inadequate income and other resources people maybe excluded and marginalise from participating in activities which are considered the norms for other people in society. UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
7
APODE Mozambique
Project Proposal 2013
Introduction: The enemy is poverty, not poor people. To eliminate poverty, wealth must be created; merely moving money from one owner to another merely alleviates the pain temporarily. Poverty is a social problem, and that assisting individuals is different from bringing durable solutions to a social problem. This is a responsible task. Without an understanding of the economic and social factors and repercussions of the activity can do more harm than good. Our long term goal is the eradication of poverty. What causes poverty? We will not eliminate it by temporarily alleviating the discomfort and pain caused by poverty. Those are symptoms. In fact, here is the first potential for harm. If you relieve the symptoms, you add barriers to the elimination of poverty. Giving charity to a person in need reduces her or his pain of poverty in the short run, but trains the same person to be more dependent upon that charity. Identify the causes of poverty, and counteract those powerful negative forces. The planning team identified the following as major factors lying behind the social problem of poverty: apathy, disease, dishonesty, dependency and ignorance.The principles of poverty elimination require the elimination of these. There is a need to devise methods to create genuine wealth as a sustainable process of growth. Wealth, however, means whatever has value, no matter how small, and is what money measures. It is the opposite of poverty; it is the value that lies behind money. To defeat poverty, one must know much about poverty (not only its symptoms) and about wealth.
Discarding Assumptions: Money can be a very useful tool. Money can be used to fight poverty and generate wealth. Money by itself, however, will not eliminate poverty. The transfer of money from one owner to another merely shifts it about; it does not solve the social problem of poverty. We can not just hand out money to poor people. If we just transfer money, from rich people to poor people (charity), we do not create new wealth and we do not attack causes of poverty.
Wealth? The wealth that is to be created (or income to be generated) is in the form of value added. That means something (valuable) already has some value. That additional value is the wealth that is generated. Any of us who have been short of cash feel that we know what poverty is. But the experience of individual poverty, which is alleviated by getting some money, is very different from the social problem of poverty, which a problem of the whole economy - the whole society. The social problem of poverty is lack of wealth, not lack of money. For low-income persons, poverty is also a result of how wealth is distributed through the society. If you just add money to the system, you only create inflation, and that does not rid society of poverty. You need to add value (wealth) to the system to reduce (not merely alleviate) poverty. The answer to fighting poverty, the social problem, then, is not to add money but to create or generate wealth; and APODE’s task is to guide poor people with disability in methods to generate wealth. You can do three things with wealth: (1) consume it, (2) store it, and (3) invest it. The clue to increasing wealth in an economic system, then, is investment, where immediate consumption is forgone in the present or short run, in order to make increased production of wealth in the future. Our UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
8
APODE Mozambique
Project Proposal 2013
modern complex world is not as simple as that of one farmer making three choices, but the principle remains the same, investment leads to increasing wealth, and fighting poverty. That is an important principle in APODE’s income generation scheme.
Poverty as a Social Problem:
Lack of money is a measure and a symptom of poverty. Treating the symptom or the measuring device will not cure the disease. The causes of the social problem of poverty lie in several factors, especially: disease, ignorance, dishonesty, apathy and dependency. 1. Disease causes the labour supply of the society to be less productive. Sickness and death subtract from one of the three main factors of production, human labour. Disease itself can be reduced by a greater understanding of how to prevent disease, and ensuring that public wealth intended to be used to prevent and cure disease is not diverted for personal gain. Thus the factors of poverty are inter linked: dishonesty and ignorance contribute to disease, and all three contribute to poverty. 2. Ignorance, as mentioned elsewhere, is not a shameful thing, it is merely a fact. It is caused by isolation so that some people do not know some things simply because they have not heard of those things (means lack of information). Other factors of poverty can contribute to ignorance, including disease and dishonesty. Both those factors contribute to a lower availability of education and information. 3. Dishonesty, in turn, is a major cause of poverty as a social problem. When a person in a position of trust diverts a hundred units of value towards personal use, the society at large may lose much more than a hundred units of value that could contribute to development and to the reduction of poverty. Dishonesty thrives in an atmosphere of apathy, ignorance and dependency, so here is another example of the inter-linking of factors of poverty. UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
9
APODE Mozambique
Project Proposal 2013
4. Apathy is when people do not care, or when they feel so powerless that they do not try to change things, to right a wrong, to fix a mistake, or to improve conditions. Sometimes, some people feel so unable to achieve something, they are jealous of their family relatives or fellow members of their community who attempt to do so. Then they seek to bring the attempting achiever down to their own level of poverty. Apathy breeds apathy. 5. Dependency results from being on the receiving end of charity. In the short run, as after a disaster, that charity may be essential for survival. In the long run, that charity can contribute to the possible demise of the recipient, and certainly to ongoing poverty. It is an attitude, a belief, that one is so poor, so helpless, that one can not help one's self, that a group cannot help itself, and that it must depend on assistance from outside. The attitude, and shared belief is the biggest self justifying factor in perpetuating the condition where the self or group must depend on outside help. To fight the social problem of poverty, it is necessary to identify and analyse the causes of poverty. Further factors of poverty include lack of markets, lack of leadership, lack of supporting institutions, corruption and poor infrastructure. These factors, in turn, are the results of the five key factors: apathy, disease, dishonesty, dependency and ignorance. Poverty, like wealth, comes in several varieties related to ownership. The lack of communal human settlement facilities and services belongs to public or group ownership. These include lack of access to health facilities and educational facilities, lack of infrastructure such as roads, market places, electricity or telephone, and lack of other communal infrastructure such as sanitation, potable water and a dependable food supply. These forms of communal wealth differ from personal ownership, where poverty is manifested in low or no wages, lack of land and other property, lack of privately owned capital (tools, buildings, factories), and lack of human skills. This methodology emphasizes private capital formation and poverty reduction by stimulating private micro enterprise.
The Need for Investment: This method initiates, at a very low level, private investment that, if it takes root and grows, contributes to country-wide wealth creation and poverty eradication. Existing wealth can be directed towards consumption or investment. A capital good can not be directly consumed, but can contribute to increased further wealth. Investment means directing wealth towards the production of capital, which is needed to contribute to growth of wealth in the community and society. Initiation of income generating scheme guides low income entrepreneurs in the conversion of wealth for consumption to wealth for investment, and therefore the increase of wealth and the reduction of poverty. Small scale productive business, especially the initial processing of agricultural products, is most effectively carried out by individual entrepreneurs. That initial processing is highly needed throughout the continent, and is the most promising sector for reducing poverty on a wide scale basis. APODE has the responsibility to introduce physically disabled persons in groups or as individuals, especially women, to become creators of wealth, ie individual off-farm entrepreneurs processing agricultural crops, retail vending and any other projects that create wealth.. ––»«––
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
10
APODE Mozambique
Project Proposal 2013
INCOME GENERATING SCHEME
Income Generation Principles. (The attack on poverty at the communal level) shifting from a charity mode to a development mode In both the approaches, communal and micro-enterprise, the theme is the same. It is built up of several important principles: 1. while assistance is offered, it is not charity assistance which promotes dependency and weakness, but assistance and training that promotes self reliance and increased capacity; 2. organisms become stronger by exercising, struggling, and facing adversity, and empowerment methodology incorporates this principle; 3. hands on participation by the recipients is essential for their increase in capacity; and 4. we aim at the participants taking full control, full decision making, and full responsibility for the actions which will lead to their increased strength. fighting poverty along two fronts, (1) Community poverty which is the absence of communal or community utilities and services, and (2) Personal poverty which is the absence of wealth (and all the social characteristics which act to perpetuate that poverty). Income generation belongs to the second. APODE’s strategy on Income Generation (wealth creation) scheme calls for loans rather than grants, calls for a fair market rate of interest for the loans, provides management training to accompany the loans, aims at participants who are at the lowest levels of income in their communities, and provides and guides the organizing which results in effective groups (like cooperatives) and individuals that handle the credit and loans. Many good hearted people have seen the hardships of poverty, often during times of huge disasters, some by nature, some human made. Those good hearted people have made various attempts at income generation for the victims. Some have supplied the victims with sewing machines, others with food. What was a common feature of all these schemes was that the reduction of poverty among the victims could not be sustained after the charity was over. Our vision is to help the poor, not help them to become dependent upon continued charity (thus to remain poor) but to help them become strong and able to live and grow without handouts. In the training materials on this web site, the overall theme is one of "empowerment," where the beneficiaries are not given charity, which trains them to depend upon more handouts, but are instead guided towards becoming stronger (empowered) so that they become more self reliant, and less dependent upon handouts. There is giving and giving. Some gifts, although well meaning, persuade the recipients to expect, hope for, and become dependent upon further gifts. ( "The dependency syndrome"). Other gifts to the poor help them on their way to no longer being poor. That is the kind we desire and support. 2.2 Identified Needs There are several causes and effects of this dependency, and to a great extent they are mutually reinforcing each other. In the process of elaborating this proposal, a number of needs among the targeted poor and marginalised PDPs related to the dependency have been identified. ď ś Lack of shelter, ď ś No own income, UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
11
APODE Mozambique
Project Proposal 2013
Unhappy families, Children do not attend schools, Beggars on the streets, Poor or no healthy Care facilities, Lack of sanitary systems, Lack of mobility aids, etc 2.2.1 Awereness of Dependency
2.2.2 Increased Income on house-hold level small businesses, e.g. selling the yield surplus. Furthermore, adopted management training at the right level makes the successful running of a small business much more likely. 2.3 Government position The Mozambique Poverty Reduction Strategy Paper (PARPA II) 1 from year 2006-09 proposes taking a number of measures and actions to reduce poverty. The sectors given priority are education, health, rural development, infrastructure, good governance and macro-economic stability. According to the PARPA II, most of the resources in the education sector should be devoted to primary education. In the health sector, primary health and a campaign to combat HIV/Aids are made priorities, whereas the main aim of rural development is to increase the income of subsistence farmers. For more details see Attachment 1, PARPA II, 2006-09 For more details see the Attachment 3 Strategic Plan for APODE Mozambique 2013-15 The needs described in this chapter will be further assessed and distinctly defined through the actual activities with the target group, e.g. PRA seminars etc. The reasons why the proposed programme itself is relevant, is the provision of means and structure for transmitting the necessary knowledge and skills to meet these needs, e.g. prevention health and skills in income generating activities.
3. Target group 3.1 Physically Disabled Persons and their immediate Families Following to the APODE Mozambique Mission: “ enabling persons with disabilities to overcome their physically limitations and empowering them socially and economically to become fully integrated members of their communities” the main target group for the activities of this proposed programme are
disabled People and their immediate families. They are often poor and marginalised and therefore have difficulties to participate in the development of a democratic society. As the vast majority of the poor people in Mozambique live in rural areas, APODE therefore establishes 70% of its activities in such areas, and seeks to work where other NGOs in the same field have no or little representation. 3.2 Specific description of the Target group for the program Physically Disabled Adults and youth from 15 years of age The target group for the SBM courses are disabled adults and youth from 15 years of age who lack basic skills in business management. Small business management training will help the target group to manage their businesses and control ther income. This come as a solution the lessons learned from the Ministry of Social Welfare, who in the past have embarked in Micro-Financing the same target group but the project lasted for a short time. Up to date none exist. Money was distributed to those who had identified some businesses to carry out but without any business knowledge. Also lacked rigorous follow up. 1
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
12
APODE Mozambique
Project Proposal 2013
3.2.1 The target for Small Business Management (SBM) Workshops 3.2.2 The target group for Sustainable livelihoods The participants of the income-generating activities such as the Small Business Management Training (SBMT) and the Saving Groups are general, but not exclusively, recruited from the literacy activities. The characteristics of individual targets for SBMT/Saving Schemes can be summarized as follows: • • • • • • •
Has no minimum means of living Has a lack of technical and management skills Cannot afford to send their children to school Cannot afford to send their children for medical treatment Is surviving on well wishers and begging Is marginalized in daily activities, habitation, business, etc. Has a lack of civic knowledge 3.2.3 The target group for Income Generating Projects and abilities for life 3.2.3.1.
3.2.2.3. Physically Disabled Women "Women have plans for themselves, for their children, about their home, the meals. They have a Vision. A man wants to enjoy himself." Muhammed Yunus, The founder of Grahmeen Bank in Bangladesh Physically Disabled Women are a central target group in all activities of the programme. A physically disabled women have equal plans for their children, about their dream homes so as meals. Due to discrimination disabled women in Mozambique generally have poorer access to and control over productive resources, education and health services. They also have lower status than men do. 3.3 APODE’s Organizational and Institutional Structure The Organizational Structure shall be composed of 70% physically disabled persons and 30% able bodied. • • • • • •
The Advisory Board The Regional Coordinator The Supervisors (Program Officials) The Administrative staff The District Promoters The local leaders (pastors and local authorities etc)
3.3.1 Capacity Building For more details see Attachment 3, Strategic Plan for APODE Mozambique 2013-15
4. Overall Objective 4.1 The Vision
Our vision is to help the poor, not help them to become dependent upon continued charity (thus to remain poor) but to help them become strong and able to live and grow without handouts The overall objective of the project is to improve the preconditions for self-reliance among dependent physically disabled persons their families in Manica Province. With regard to the target population, the programme seeks to equip and motivate physically disabled persons and their immediate families to be able to participate in solving their own problems and constraints and to satisfy their primary needs, on an ongoing, long-term basis. 13 UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
APODE Mozambique
Project Proposal 2013
4.2 Strengthening the civil society A desired and expected outcome of the intervention is the strengthening of the civil society. Through the strategies of the project the participants are able to improve their life conditions, bringing them on the way to become active players on the arena of the society. These are effects that are difficult to measure in numbers; nonetheless they are vital when it comes to the emancipation and development of poor and marginalised physically disabled persons. 4.2.1 Democratisation The very content of the activities contributes to the strengthening of the civil society. The activities carry democratic ideas and values. In addition, by learning Small Business Management for instance, the target group will be able to participate in qualitative inclusive civil society development. This all has a positive effect on the local society as it creates preconditions for democratisation and releases human resources and talent. Furthermore, power-structures can change when new actors actively begin to take part in community-life and this applies not least to the targeted women. 4.2.2 Self-reliance The overall objective of the project – increased self-reliance among dependent families of physically disabled persons – thereby strengthens important actors in the civil arena. The diagram below illustrates the connections between overall objective, project goals, activities and longterm results in strengthening the civil society:
The fact that increased self-reliance contribute to strengthening the civil society can be seen in a number of ways. Some are easily identified whereas others will only show in the long run. The common denominator, however, is that they all aim and contribute to increasing the capacity of poor people with disabilities to change their life situation: UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
14
APODE Mozambique
• • • • • • • • •
Project Proposal 2013
Increased income for the households Reduced poverty and sustainable economic growth Improved health and nutrition Reduction of the spreading of HIV-Aids Increased empowerment of physically disabled women Increased gender equality Increased, strengthened and active participation in the civil society that can strengthen democratic development Reduced injustice in the society when having contact with the governmental institutions such as hospitals, police and schools etc. Decreased beggings on street corners.
5. Project Goals and indicators 5.1. General APODE Mozambique wants to see all the target groups involved in the programme break away from the dependency syndrome and become more self-reliant through a process of holistic programme development. In order to achieve this, communities leaders and religious leaders need to become more aware of the social needs within 1. Needs Physically disabled persons. Assessment 2. small business and Individually owned income-generating projects Community management training Mobilization are being promoted by assisting the members of the community in Participatory Rural Appraisals (PRA), devalging the rights of physically disabled persons and prevention health, Small Business Management Training and Saving groups and follow-up with technical extension, as 4. Follow through illustrated in the diagram 1. with links to 3. Saving Diagram 1: Program cycle
technical assistance
Schemes linking for finance
5.2. Seminars about Community Awareness PRA 5.2.1 Increased awareness of the threat of Dependency syndrome suffered by PDP on community level The goal is that individuals and groups of individuals will become aware of the fact that there can be a way out for PDP of poverty and dependency. The achievement of this goal for the year 2013 will be measured through the following indicators: • • • •
The number of PRA seminars and workshops conducted in the communities in selected district. The number of Income Generating Activities started by the target group The number of given tools being implemented in evaluating and analysing the situation on a individual and family level The number community leaders elected within the local networks to be responsible for the APODE program in the district in cooperation with the APODE district promoters.
5.3. Literacy and abilities for life
5.3.1 Sustainable livelihoods – savings, small business etc UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
15
APODE Mozambique
Project Proposal 2013
5.3.1.1 Increased skills and knowledge in income-generating activities and the achievement of regular saving capital The goal is that individuals and house-holds will become financially sustainable. The achievement of this goal for year 2013 - 2015 will be measured through the following indicators: • • • • • • •
The number of the saving groups from the people involved in Income generating Activities and the communities in large. The number of carried out SBMT courses. The plan is to facilitate ----- Small Business Management Training course (2 in each district), 30 members in each group The number of members in the saving groups establishing and improving businesses and being able to get by on their income The number of families sending their children to school as a result of a regular monthly income The number of families visiting the clinic or the hospital when getting sick as a result of a regular monthly income The number of families constructing/improving their housing as a result of the IGA and Saving Group The number of trained district promoters with the skills to supervise the Projects and saving groups.
For more details of activities in the SBMT program see the detailed budget. 5.5. Strengthening of APODE organizational and institutional capacity The goal is to strengthen the management capacity of APODE Mozambique in order to better execute its mission, to attain higher goals, and achieve sustainability and long-term durability in its work. The achievement of this goal will be measured through the following indicators: •
• • • • • • •
Improved capacity through: quality of reports developed by the staff; quality and quantity of decisions taken by the Directory Board; the number of new partners mobilised and the number of funding accrued per annum the level of involvement of members in organisational issues, such as paying membership fees, members turn-up in meetings Regular assessment of staff and programme quality as well as evaluation procedures implemented. The mount of achievement of the Board in general and the President particularly. The mount of achievement compared to the set targets for the Coordinator. The mount of achievement compared to the set targets for the Projects Managers, The Coordinator, and the Administrator. The quality of the implemented Monitoring and Evaluation system with the aim of developing an efficient control system for the Income Generating Activities and the saving groups to evaluate the development, performance and the function of the planned programs. The quality of audit reports (“clean”), Efficiency, effectiveness, relevance, impact, sustainability of projects implemented (through external evaluations, etc).
6. Activities 6.1. General The mission adopted by APODE and the implications of that position brings several challenges that imply deep organizational changes. These changes would be results from lessons learnt during the execution of the projects as more accurate information becomes available. Regular meetings shall be considered to facilitate continuos updating of the Project Management Plan, but also on the present conditions and situation on institutional, socio-political and economic context in the geographical areas where APODE has chosen to operate. Based on the above mentioned challenges and the identity of APODE (vision, values and mission) the association will concentrate more on two fundamental components, (a) Icome Generating Activities 16 UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
APODE Mozambique
Project Proposal 2013
(IGA) abilities for life, combined with the (b) Small Business Management Trainings & Savings groups for sustainable livelihoods. The pioneer projects shall be found in the province of Manica, specifically in four districts namely Chimoio 30%( Ubarn environment), Sussundenda, Gondola and Catandica share the 70% of the activities for being rural environments 6.2. Geographical areas of operation APODE has started its activities in Manica Province, operating in 5 districts, 1 urban – Chimoio and 3 rural – Gondola – Catandica – Manica and Sussundenga. The APODE offices shall be in Chimoio town – inside the Agricultural Show Ground – FEPOM. There is a limiting factor of transport. The reason why choosing to operate in districts closer to Chimoio Town. The need to reach the target group deep in the country side is enoumous but this cannot be possible until well wishers accept to ofter transport. The poor degraded roads in Mozambique’s infrastructure bars and disvantges many needy people. There are no public transport to serve remote areas. APODE needs at least one Land Cruser truck to go deepe into the confins of the country side. For the mean time the chosen districts have access to public transport which APODE’s personnel is going to use as the only option. 6.3. Seminars about Community Awareness. Seminars and workshops about Dependency Syndrome are to be carried out in the communities using PRA methods (Participatory Rural Appraisal or Participation – Reflection – Action). These activities initially introduce the APODE programs in the communities with the main objective to make the leaders aware of the importance of getting involved in the fight against poverty focusing on physically disabled persons and to immediately involve the same leaders in the implementation phase of the APODE Programs. Leaders from the churches, local schools and community leaders will be invited for an initial PRA seminar. 6.3.1 Previous experiences/evaluations 6.5 Sustainable livelihoods – savings, small business etc 6.5.1 General about Microcredit’s and Savings? “Many people in developing countries do not need a hand out, they need a hand up. Micro-credit is a way of providing that hand up, and means of restoring dignity among those impoverished looking for a way up”. Micro credits are small amounts of money loaned to clients by banks or other institutions or by informal saving groups. They can be offered, often without collateral, to an individual or though group lending. Studies on microfinance (microfinance refers to loans, savings, insurance, transfer services and other financial products targeted at low-income clients) have shown that: • • • •
Microfinance help poor families to meet their basic needs; The fact that the poorest and low-income people take advantage of these financial products leads to improvement in socio-economic conditions and guarantees stability and entrepreneurship development. Through strengthening of women's involvement in economy, microfinance improves the status of women, promotes gender equality and leads to achieve better conditions for households. The efficiency of this kind of financial services depends on the period of their availability to potential clients.
6.5.2. Small Business Management Training, SBMT / Saving Scheme / Micro Credits The APODE SBMT and Saving programme has a comprehensive training course in the management of small businesses. This course is directed to be used within communities with lower levels of education. The APODE programme SBM trainers are responsible for the training and supervision of the target group in the communities.. The only selection criteria for having access to a SBMT course is being a physically limited poor person. The course does not demand a high level of literacy, although it improves the learning. UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
17
APODE Mozambique
Project Proposal 2013
The programme is prioritising the importance of making private physically disabled persons and/or their immediate families successful. The mother is recognised as the “centre pin” of family structures. The backbone of community economics is a healthy family- employment possibilities and private businesses. Community-owned projects are beneficial in some cases, but like economic socialism, ownership is sometimes unclear and then productivity is negatively affected. Private or family businesses represent a different kind of ownership and therefore a higher level of motivation. Approximately 70% of the participants are physically disabled women in the SBMT courses and the Saving Groups. Both men and women are participating as equals in the course. By not excluding the men, it also serves as a way for men to become more involved in the economical planning of the household and avoid friction in the family. The project rather aspires at influencing the position, role and power relationship of women and men as follows: • Women become more independent from her husband in a positive way • Women equipped to take her own initiative of small projects to sustain her family • Men become more involved in planning for the household 6.5.3 Micro-Financing/ Micro-Credits
Microfinanc e credit sche m e s are beco mi n g a bea c o n of hope to the developing countrie s . Microfinanc e , or micro lending as it also known, is the practic e of lending small amo u n t s of mon e y to entr e p r e n e u r s in impove ris h e d nations to help the m to start ess e n ti al busine s s e s in their com m u ni ti e s . Often the amo u n t s of mon e y involve d are too small for a conve n tion al lende r to be inter e s t e d in lending, so micro lende r s have sprun g up to fill the nee d. The significanc e of microfina nc e credit sche m e s cannot be overs t a t e d . Thes e credit facilities ena bl e impov e ris h e d perso n s to start busine s s e s , rebuild after natur al disas t e r s like floods and hurrica n e s , and to receive both short- and long- ter m loans to me e t their financial nee d s and improve their over all quality of life. The impa c t of micro lending is chan ging the econo mi c lands c a p e of the are a s wher e it is mos t prev al e n t . In India alone, it is esti ma t e d that 18 perc e n t of the over all popul ation have some form of microfina nc e accou n t .
Fun c t i o n The mon e y is lent to the impove ris h e d entr e pr e n e u r who use s the mon e y to start or financ e a busine s s that ena bl e s the entr e pr e n e u r to rise up out of pover t y. The entr e pr e n e u r repa ys the loan with inter e s t , and the original inves t or has helpe d raise some o n e out of povert y and earn s a retur n on his invest m e n t at the sa m e time.
Warnin g /Ri s k Unfortun a t el y, ther e is no short a g e of unscr up ulou s individu als and comp a ni e s that traffic in huma n mis er y. Microfinanc e is no exce ption. Many microfina nc e lende r s char g e exorbit a n t inter e s t rat e s on the loans, often mor e than 30 perc e n t inter e s t on a short- ter m loan. When inves ting in a microfina nc e credit sche m e , be sure to res e a r c h the micro lende r that will ultima t el y lend the mon e y you invest e d.
APODE Stra t e g y Identify local Wholes al e r s , Produc e r s or Factorie s who who would sell their produc t s on credits, and negocia t e contr a c t s with the m that they lend their produc t s to the orga niz a tion. APODE identifies and train the targe t group in their com m u ni ti e s and then would be furnishe d with the goods to start their own busine s s e s . The new entr e pr e n e u r would then do his busine s s kee ping the profits and pay back the to the provider of the goods an agr e e d amo u n t on agr e e d interv als. APODE would be respo n sibl e for supe rvising the busine s s , providing nec e s s a r y technic al advice, collecting of due s and paying the lent er s as per agr e e m e n t . The UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
18
APODE Mozambique
Project Proposal 2013
new entr e pr e n e u r would be acco mp a ni e d within a period of at least 3 year s , period whic, he/s h e is suppo s e d to have clear e d the debt and have his busine s s fully oper a tion al. Only the n can he be left to run his busine s s indep e n d e n t l y. During this period APODE holds all respo n sibility of risks involve d, planning and exec ution of the busine s s , ma king sure ever yt hing is clearly explaine d serving as capa cit y bulding of the new entr e pr e n e u r s . 6.5.4. General information about the Saving Group ( Sustainability) The servings group is the future financer of our target group. All beneficiaries of the ( IGA ) are oblidged to join the savings groups. These groups are created right in the beginning of the activities. Within the small business training program there is another module on savings program. The new entrepreneurs practice saving from their incomes they received monthly. During the saving period, (24 weeks), the District Promoters and the Supervisors accompany the group and its committee how to manage and administrate the savings. During these visits the Saving Group committee and the Saving group, in general, is assessed to identify their need for technical assistance. Each group has its own committee, responsible for the loans and the organisation of the group. They are also responsible for monitoring the rules and for administrating the money in a cash box. All physically disabled persons and/or their immediate families qualify for membership in the savings groups as well as selected members of the community at large to facilitate inlusion policy. Men and women are welcome as long as they fulfil the internal criteria. Each group meet once a week and save its own capital. Each member of the group commits to save a certain amount of money every week. The saving goes on for 24 weeks, and starting from the 5 th week members in the group are allowed to take up a loan from the common capital. The recipient of the loan must present two creditors who usually are other members of the group. The loan must be paid back with interest within 30 days. The interest-rate and other internal rules for the group are decided on by the group, with guidance from the APODE Supervisor and the district promoter. After 24 weeks all individual savings are paid back to the members of the group with interest in relation to their savings plus profit. After a week or two, the group starts all over again, and this time the members normally increase the weekly saving amount. Very often the group also grows with more entrusted members. The new Saving Group is being visited every second week by the District Promoter during the first 6 months of operation, i.e. the 1st circle. The APODE Supervisor visits the new Saving Group once a month during the 1st circle. During the 2nd circle the group is visited every second month and after a year (2 circles) the Group should be able to work completely independent only calling for the District Promoter when needed. For an easy explanation of the steps forming a Saving Group see Attachment 4
6.6. Strengthening of APODE Organizational and Institutional capacity The programme has recruit plan fo qualified and experienced personnel, where there is need, for the key positions in Administration and Projects Management so as to give a regular training and capacity building specially designed for the needs of the employed APODE staff. Training and constant capacity buildings will influence project success and continuability with well managed timely responses to identified risks. The training and capacity building include areas such as leadership, logistics, coordination, meeting and conference technique, reporting, strategic planning, book-keeping, etc. For more details see Attachment 3, Strategic Plan for APODE Mozambique 2013 -15 – Chapter 5.
7. Resources 7.1 Offices and staff UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
19
APODE Mozambique
Project Proposal 2013
The organisation is rending an office in Chimoio town. There is a computer lent to the Association by the Coordinator. All the staff is working on voluntary bases. The Coordinator, works as part time for the Association. There are plans to recruit qualified and experienced staff to occupy Administrative and Managerial positions. See Organic Structure and annexed Job discriptions for each key position. The staff will be as follows: 1 Coordinator, 1 Financial Administrator, 1 Bookkeeper, 3 Supervisors, 2 guards, 1 SBM Trainer/Monitoring and Evaluation officer, 1 handylady. The recruited staff shall work with some assistances on voluntary basis. An Office to rend and office furniture is also on plan in the initial stage of the activities. APODE needs to find an open space to establish its offices, a tricycle workshop and a future rehabilitation centre for disabled persons. The space shall be identified and negociated with one of the partiners, The Municipality 7.2 The Technical Advisor There shall be recruited a Technical Advisor, responsible for guiding and advising on the activities of the association, a volunteer. He also have another responsibility of fund raising issues. The Coordinator shall enter into negociations with VSO, an organization that specializes on voluntary workers. For more details see Attachment 5, Working Description for Technical Advisor 7.3 Organisational Structure of APODE Mozambique During year 2011 the changes of the organisational structure will begin. The selected strategic options, mentioned in the attached Strategic 5 year plan, request deep structural changes for Alfalit on governance, leadership and management level. Those changes should achieve larger cohesion, shared identity, flexibility, articulation and accountability on all organizational operational. One of the challenges faced by Alfalit the last 5 years has been related with its organizational form that met several constrains due to its expansion and unbalanced growth at the national level. These challenges brought negative consequences in the operation of the association and in its capacity to capitalize the existent opportunities in the external environment and, in this way, to increase the impact of its interventions. With the suggested organigram below the structure of Alfalit will be having Governing organs and leadership well differentiated and articulated and an administration structure of management and operations working in team with functions and leadership appropriately defined and consistent with the 5 year Strategic Plan. The organs in yellow (see the organigram below), are fundamentally the governing organs with specific functions of defining politics, regulations and to assure that the association works in agreement with its Policies and Internal regulations that include the Constitution and the Alfalit programs. These organs have the function of maintaining the identity and cohesion of the association, assuring a transparent leadership and administration. The organs are managed through policies and regulations of the association, in accordance with the Mission. The organs that are in blue, define the levels related with the leadership and administration of Alfalit, beginning from the Executive Direction, to the administration and to the operational level of the association. These organs render accountability to the Governing organs, particularly to the Board of Directors administrated by the President.
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
20
APODE Mozambique
Project Proposal 2013
The segregation of these functions at all the levels seeks ensure larger coordination, accountability and harmonious operation of the association as a whole and, consistent with that, each duty and level will have a specific description of tasks, progression approaches in the career and other rights and obligations in conformity with the policies and regulations of the association. For more details see Attachment 3, Strategic Plan for Alfalit Mozambique 2010-15 – Chapter 5.
8. Schedule The intervention will start from January 2013 and continue during three years until the end of 2015. The launching of the activities will develop gradually. This intervention for 2013 and the strategic plan for 2013-15 will be implemented through the orientation of the Coordinator and the Board of Directors. The Technical Advisor will be working full time during the three years of the intervention (2013 - 2015) according to an agreed specific working description (see attachment) 8.1 Risks Factors that can hinder or delay the implementation of the project have been identified (see table below):
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
21
APODE Mozambique
Conditions The Partner Agencies do not fulfil the agreement on the implementation of the programme.
Project Proposal 2013
Risk Definition Consequences The technical expertise of the specific partner will be lost and can cause delays in the project execution.
Strategy •
• Bad time management
Bad financial management.
Frustration amongst the contributing partners that can cause delays as well as partner drop out. Over- and under-spending.
• • •
•
Low or no awareness and acceptance of Alfalit on the wider community level.
Rejection by the local leadership will cause the programme to come to a halt
•
•
•
Insufficient funds. Qualified and reliable personnel, not available throughout the programme period.
The volunteer spirit of the staff is lost when employing new highly qualified staff on top positions
Downsizing of the programme as a whole. Delayed programme execution due to time spent on replacing personnel.
Demand for high salaries and staff not interested in serving the communities
• •
•
•
The Technical Advisor leaving to early
Weak support of staff development and execution of administrative duties.
•
The ED and RC not being able to communicate with the donors.
•
Transparency and frequently communication by the ED, Administrator and RC with the partners. Secure timely finance and narrative reporting for the programme. Monthly reviews of progress. Diligent resource management. Time spent on financial management can be improved through a monthly budget vs. actual spending. Transparency and frequently reporting and communication by the ED, Administrator and RC To have a PRA course with the local leaders, will diminish the probable risk. Hold frequent meetings and maintain a good relationship with the local authorities (SDEJT e DPEC) Hold frequent planning and reporting meetings with the community and Church leaders. Cut on the target groups. Competitive market related remuneration packages will be presented to attract qualified and reliable personnel. Regular capacity building program for the staff and support and encourage individual educational initiatives The existence of top staff capable of mobilising the staff to reach its potential. A detailed Action Plan and Job description to facilitate the leave of the advisor A detailed plan for building capacity among existing staff to fulfil the demands from the donors.
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
22
APODE Mozambique
Project Proposal 2013
SDEJT = Servicos Distritais de Educacao, Juventude e Tecnologia DPEC = Direccao Provincial de Educacao e Cultura
9. Distribution of responsibility and ownership 9.1 Responsibility APODE Mozambique, in collaboration with the Financer, Alfalit International (AI) and Swedish Alliance Mission (SAM) as represented by a volunteer (until end of 2011), are responsible for the implementation of the intervention according to the application and its budget. A new Memorandum of Understanding has been signed between the partners for 2011-15 LM and AI will fund this intervention according to the budget agreed upon on a yearly basis. SAM is supplying a full time volunteer (Technical Advisor) responsible for mentoring the staff during year 2011 (the cost for the volunteer is not included in the budget of this proposal). Changes in the programme or the budget can be done only after mutual agreement between Alfalit Mozambique, LM and AI. During the intervention period Alfalit could become a strong partner for other NGOs and prospective donors to complement the support from LM and AI. Alfalit Mozambique is responsible for the employment of staff for the intervention and for agreements with governmental authorities and local communities. 9.2 Purchased equipment Equipments purchased through the intervention funds have, during the initial phase 2007-10 been registered in the name of the Alfalit Mozambique. The same policy will be applied for year 2011. 9.3 Sustainability The programme sustainability lies in the self-sustainability of the partaking community members. Alfalit Mozambique wants to see the target group involved become self-reliant. As soon as the target group knows how to read and write and can manage their own businesses without making use of the services provided through this intervention the programme will be regarded as obsolete. 9.3.1 Experiences from previous intervention 9.3.1.1 The Saving groups During the initial phase Alfalit Mozambique has seen several Literacy Centres in the local Churches and communities becoming strong bases for Saving Groups, literacy and education. According to the result from the external evaluation carried out in July 2009 (see attachment) there is strong evidence from the various consultation exercises of the SBS (Small Business and Savings) management committees pointing in direction of sustainability. In most of the cases, the SBS groups have the capacity to resolve needs and challenges emerging from their operations with savings, credit and businesses with a minimum assistance from the Alfalit staff. Most of management committee members consider themselves fortunate to be beneficiaries of a project that helped them to grow in their business activities. 9.3.1.2. Memorandum of Understanding Year 2009 Alfalit Mozambique managed to negotiate a Memorandum of Understanding (MoU) with the Ministry of Education and Culture (MEC) on national level. At Provincial level, a MoU has been signed with each Provincial Directorate of MEC to cover the issues of adult literacy teachers’ subsidies, jointsupervision to program activities (functional literacy component) etc. All literacy teachers, recruited through Alfalit program. have signed contracts with the Provincial (District) Directorate of Education and Culture (DPEC). The MoU on Provincial levels will be renewed for 2011 as they all expire in the end of 2010. 9.3.1.3. Sustainability - joint supervision UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
23
APODE Mozambique
Project Proposal 2013
Joint supervision involving local education authorities on district level and the closest official school leadership in management of the literacy centres has proved positively to contribute to the program towards sustainability on a local and district level. Alfalit has integrated the trained literacy teachers in the Government’s national literacy program and the public education sector and that has created a good platform for easy integration. Alfalit has also built the foundation for the sustainability of the program through the set of negotiations that culminated with local churches (pastors as patrons of local initiatives and church fellows as literacy teachers) and school authorities (advising and participating in functions of initiative’s management in its pedagogic aspects). 9.3.1.4. Program Innovation The Alfalit Mozambique has been successful with some key innovations: • Combining adult literacy with the component of Small Business Training and Savings. This combination encounters fertile ground for success, because one of the challenges faced by literacy programs in Mozambique is on finding ways of maintaining motivation/interest of beneficiaries, as they are more likely to pay attention to activities that contribute more in their livelihood strategies. • Alfalit’s program addresses local leadership to equip them with skills that will allow them to be capable of making structured situational analysis and strategic options for development of their communities and institutions. Exposure of community and church leaders to the PRA (Participation, Reflection and Action) model and Integral Mission is an innovative and a pro-sustainability way of facilitating local community development. • Accommodating interests of both community, education sector and the religious leadership is also a highly satisfactory approach, and this was achieved through implementing an adult literacy in a functional paradigm (community interests) with churches as entry points (religious leadership interest), in close collaboration with the education authorities (education sector interests) It is unlikely that a project such as this could sustain without financial support from international donors. Once the project has commenced, however, the activities adopted by the target group could very well continue with no or very little financial support. Another aspect of future sustainability would also be that Alfalit becomes a strong partner for other NGOs, prospective donors as well as the authorities in Mozambique. This process has already started with the prospect of becoming a partner of Tearfund UK year 2011. 9.4 Partnership development and Coordination Integrated Community development can only be achieved by a combined intervention of development sectors between and within sectors. Alfalit Mozambique recognizes this aspect and is currently involved in thematic forum and coordination mechanisms linked to its interventions. Participation in the education sectional planning and thematic forum is one of the examples of involvement in coordination mechanisms, and the other is that of being active in the Accumulating Savings and Credit Associations (ASCA) Forum. This kind of networking/partnership development will allow Alfalit to have opportunity to put its views in the opinion and decision making processes, as well as to be updated on the current trends in approaches, methodologies and experiences. According to the evaluation report from July 2009 Alfalit, as an organization, is in a strategic seat in relation to being a complementary factor to the 15 year national government plan of action concerning reduction of illiteracy as well as absolute poverty in Mozambique. The specific objective of supporting and strengthening the political literacy and educational policies pairs with the national policy/strategy of allocating one of the most considerable budget lines to the education sector.
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
24
APODE Mozambique
Project Proposal 2013
10. Government approval 10.1 Partnership with the Government Alfalit Mozambique is a partner of the Ministry of Education (MEC), supported by an national agreement from the 2nd of March 2009 (see attachment based on the Credential n.º 1/SP/2005, dated de 13/06/2005. The necessary formal contacts with local authorities on Provincial and District level has been taken as the programme has established in the country. At the moment Alfalit is operating in 7 out of 10 Provinces based on a signed MoU on Provincial and District level. These MoU will be renewed during year 2011.
11. Side effects/external factors and risk analysis 11.1 Positive side effects The positive side effects, which should be a result of the intervention, are as follows: • Local initiatives in the establishment of Literacy Centres • Local initiative in the establishment of Saving Groups growing into registered Credit Associations/Clubs • Local initiatives in the opening of new market places and maintenance of infrastructure • The National, Provincial, Local and District government more conscious and responsible for the situation in the community 11.2 Negative side effects Apart from what was mentioned above in chapter 8 on the internal and external factors, which could seriously jeopardize program success, are as follows: • The risk of jealousy among the community members depending on who benefits more from the projects. • If the intervention does not succeed in empowering people there is a risk that they become more dependent instead of the opposite. • Corruption and weaknesses in the Districts, Provincial and National Government leadership. • Ignorance and selfishness can create difficulties to implement the intervention. Leading to corruption and weaknesses in the local leadership. Selfish leaders can make it difficult to implement the program. • To what extent the local leaders and volunteers manage to motivate the people for the program. 11.3 Possible other negative influences on the program • • • • •
Political conflicts on local and national level Floods, drought, pandemics and other catastrophes Important personnel becoming sick or die. The expectations of the community that cannot be fulfilled by the intervention that can discourage the efforts of the community. Negative impact from the neighbouring countries
It is probable that the positive side effects can be seen as a result of the intervention. The majority of the above mentioned negative side effects can be eliminated if the Alfalit staff carry out their tasks well and are conscious of the negative side effects. It’s however not very likely that the possible negative side effects will take place and thus jeopardize the whole community program. 11.4 Effects on the environment Direct negative effects on the environment are not likely to happen due to the kind of activities that Alfalit Mozambique is carrying out. It is possible though that the beneficiaries will be starting or maintaining businesses that have an indirect or direct negative effect on the environment. Looking at the severe blow UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
25
APODE Mozambique
Project Proposal 2013
the natural eco-systems in the Inhambane, Manica, Sofala and Nampula provinces have received over the last ten years, Alfalit may not ignore its responsibility to create awareness of the threat of deforestation, slash and burn and other commonly used practices which are extremely taxing on the Biodiversity of the Natural Resources within our target groups. Alfalit Mozambique will therefore: ⇒ Not promote the production of charcoal, which contributes to the deforestation of the surrounding environment. ⇒ Not promote projects that will influence the availability of groundwater, i.e. Eucalyptus plantations within riparian zones, surface water, i.e. the damming of streams that will diversely influence the ecology downstream or pollute water as a natural resource. ⇒ Promote, amongst other mainlines, the use of sustainable agricultural techniques to prevent the need for further deforestation. ⇒ Promote, through the application of appropriate technology, the development of local initiative in commerce (local vs. import), and services rendered (socio-economic development) as well as production (e.g. perm culture). Alfalit Mozambique is teaching about the negative effects that different businesses can have on the environment. This teaching is a part of the business training as well as the Awareness Workshops and the Needs Assessments.
12. Follow-up/Evaluation 12.1 External evaluation and Base Line Study During the initial phase, 2007-10, two different external evaluations were carried out. One in July 2009 (Centre/North) and one in August/September 2010 (South). Internal evaluations have been carried out once a year. For year 2011 no external evaluation of the activities will be carried out. Only regular internal evaluations through quarterly executive board meetings will be carried out in order to improve the activities and to find out the needs and possibilities to continue, complement or expand the program. Program management, impact and adherence to planned time and budget will also be evaluated according to the indicators on a regular level. A National Baseline Study will be carried out in the beginning of year 2011 to make it possible to measure the impact of the intervention in the end of year 2013. Year 2012 Alfalit is planning do an External Evaluation on national level through an external, independent consultant. It is important that the evaluation is carried out in agreement with and participation from Alfalit, and that the studies serve as learning experience for all partners of the project. Alfalit Mozambique in cooperation with the donors are responsible for seeing to that Terms of Reference for the consultant are drawn up in due time.
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
26
APODE Mozambique
Project Proposal 2013
13. Budget and financing 13.1 The Budget for 2011 The budget proposal has been elaborated by Alfalit Mozambique. LM and AI will financially support the intervention. There are also plans for a future financial support from USAID and Tearfund for year 2012.
BUDGET FOR ALFALIT MOZAMBIQUE 2011
South/Centre/North EXPENDITURES STAFF SALARIES ADM. STAFF TRAVELLING & TRAINING STAFF OTHER STAFF EXPENDITURES 1. TOTAL EXPENDITURES ADMIN. STAFF
USD 68,629.80 11,000.00 5,460.53 85,090.33
SEK 459,819.66 73,700.00 36,585.55 570,105.21
Percentage 14.1% 2.3% 1.1% 17.5%
EXPENDITURES ADMINISTRATION DOMESTIC SERVICES OFFICE MATERIAL COMMUNICATION OTHER OFFICE EQUIPMENT EXPENDITURES VEHICLE AUDITING, EVALUATION, GENERAL ASSEMBLY ETC BANK COMMISSIONS ETC 2. TOTAL EXPENDITURES ADMINISTRATION
19,060.00 3,300.00 8,565.79 5,700.00 17,033.29 5,800.00 1,200.00 60,659.08
127,702.00 22,110.00 57,390.79 38,190.00 114,123.04 38,860.00 8,040.00 406,415.84
3.9% 0.7% 1.8% 1.2% 3.5% 1.2% 0.2% 12.4%
EXPENDITURES ACTIVITIES THE LITERACY PROGRAM THE SMALL BUSINESS AND SAVING PROGRAM THE COMMUNITY MOBILISATION PROGRAM USE OF CAR IN THE PROGRAMS SALARIES AND OTHER BENEFITS PROGRAM STAFF 3. TOTAL EXPENDITURES FOR ACTIVITIES
132,340.24 33,273.37 4,780.43 16,058.03 44,717.49 231,169.56
886,679.61 222,931.58 32,028.88 107,588.80 299,607.18 1,548,836.05
27.1% 6.8% 1.0% 3.3% 9.2% 47.4%
TOTAL EXPEND. BEFORE INVEST. OTHER SALARIES
376,918.97
2,525,357.10
77.3%
57,110.52 57,110.52
SEK 382,640.48 382,640.48
% 11.7% 11.7%
53,586.83 53,586.83
SEK 359,031.76 359,031.76
% 11.0% 11.0%
487,616.323,267,029.34
100%
INVESTMENTS INVESTMENTS 4. TOTAL INVESTMENTS
USD
OTHER SALARIES EXECUTIVE DIRECTOR AND PRESIDENT 5. TOTAL OTHER SALARIES
USD
TOTAL BUDGET 2011 (the whole country)
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
27
APODE Mozambique
Project Proposal 2013
13.1.1. Comments on the Budget 2011 The attached total budget is in total 376.919,00 USD before investments and salaries for the Executive Director and the Executive President. If one include these expenses (57.110 usd + 53.587 Usd = 110.697,00 Usd) the total comes to 487.616,00 Usd which exceeds the limits Alfalit Mozambique (AM) was given by the major donors Lakarmissionen (LM) and Alfalit International (AI). Of course AM needs to accept the limits and has tried everything to decrease the expenses on over head costs and program activities. AM and the donors have an agreement that a new qualified Executive Director (ED) for the whole country should be recruited and be given conditions to perform well. Therefore AM has budgeted a new car for the South and there is also more in the budget for travelling nationally for the ED year 2011. As was mentioned above AM has also made the decision that there is a need to employ a full time supervisor for Monitoring & Evaluation (ME) and Statistics. This person will be operating in the whole country but with Chimoio as the base. AM recognise its weaknesses in this areas and urgently have to find a solution. For more details of the total budget for the intervention 2011 – See attachment 6
14. Signatures Concerned partners ensure that the above Project Description will be followed if the project will be implemented. Signed, for Läkarmissionen Date
Signed Name in block letters
Johan Lilja
Title
Director, Läkarmissionen
Signed, for Alfalit Mozambique Date
Signed Name in block letters Title
Date
Americo Levi Vilanculos President of Alfalit Mozambique
Name Name in block letters Title
Namatai Alberto Regional Coordinator
UNDP _ Human Development Report - Mozambique 2011 - Sustainability and Equity: A Better Future for All 2009 UN Human Development Report. Republic of Mozambique, PARP 2011 - 2012
28